Inspirational Leadership Style: Under Armour CEO Kevin Plank

“WE MUST PROTECT THIS HOUSE!” If you remember the commercials in which intimidating athletes stared at you with this declaration, then you remember when Under Armour started to dominate the athletic apparel, equipment and accessories market. Its CEO, Kevin Plank, is a leader that young entrepreneurs can take examples, advice, and leadership style tips from.

Here are a few reasons why Plank is an inspirational leader to learn from.
He Remembers the Past, Looks Clearly to the Future

Plank did not have success out of the gate. Shortly after college, he was at rock bottom and living in his grandmother’s basement. However, he worked hard and persevered, and now uses the methods of his football playing days to build his business for the future.

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Introvert/ Extrovert Leadership Styles: Two Different Approaches, Two Unique Outcomes

Those who believe in Myers-Briggs say that there are two types of people in this world: introverts and extroverts. The tropes are upheld by psychology majors and anyone who utilizes the art of sociological observation. The stereotype that introverts are incapable of making decent business interactions compared to the extroverts continues to mislead people. It’s not that introverts and extroverts establish a hierarchy over the other, it’s how they have different outlooks that pace unique methods of success. There are exciting elements to explore when looking into the difference between introvert/ extrovert leadership styles!

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An Inspiring Leadership Style – Google CEO Larry Page

If your company is looking for a leadership role model, you might look no further than Google CEO and co-founder Larry Page. Recently tapped as Fortune’s 2014 Businessperson of the Year and lauded by Forbes as being one of the ten most powerful people (he’s number nine), Page is undoubtedly a success. And his company’s results speak for it—Google posted third-quarter 2014 earnings that marked a 20% year-over-year increase, and among other successes from its vast array of products and services, Google now commands more than 2 million internet searches per second. But it’s more than the numbers Page and his company put up. It’s his way of getting people to perform—and perform not just well, but spectacularly.

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Learning from Zuckerberg’s Leadership Style

Like him or hate him, you’ve got to hand it to Mark Zuckerberg—there’s no denying that, at a mere 30 years old, he’s a multibillion-dollar success. His baby—the social-networking site Facebook—recently posted shares worth nearly $75, almost double its May 2012 IPO price of $38 per share. Which means that, not only did he have a solid, viable idea in social networking, he also has had some success at company leadership. And we all—millennial and office veteran alike—could learn a thing or two from his style.

To start, Zuckerberg shows us that, to be a good leader, you first need to be true to yourself and have passion. Continually in the pursuit of the next cool thing, Zuckerberg proves he believes in his goals and is passionate about what innovation can do for his product. And it’s worked. As the old adage says, you can’t sell what you don’t believe in, and Facebook’s creator believes in the product, which cultivates in his employees the unwavering confidence and support that leads to success. And all of that is reflected in the fact that the company’s mission, “to give people the power to share and make the world more open and connected,” is the same today as it was ten years ago, at Facebook’s inception.

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An Unconventional Leadership Style: Richard Branson, Founder and Chairman of Virgin Group

What makes Richard Branson so cool? For starters, he built the first airline to sell tickets into space with Virgin Galactic, he was chosen by young entrepreneurs as the Ultimate Business Role Model and he’s probably the only CEO you can name who has won a Grammy.

To call his management style “unconventional” would be a gross understatement. For example, he promotes a hands-off approach to management that encourages employees to make their own decisions. Failure is taken in stride as proof that his people are really stretching themselves. For another, he has made it clear that brand awareness is a much higher priority than profits. It sounds like a recipe for disaster, but there’s no question he has been successful. The Virgin brand has proven itself successful across a range of industries, from a record shop, to an airline, to a telecom provider and 400 other companies. His personal wealth is estimated over $4 billion and he shows no signs of slowing down. His supporters say he has astounding foresight. His distractors say it’s just dumb luck.

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